Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality.

By Hui Liao, Keiko Toya, David P. Lepak, Ying Hong. Journal of Applied Psychology, 2009

1,014 citations recorded by the source corpus.

Subfields: General Health Professions, Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/20f2b431672699a9da6170a6b237605fc53d1b18

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Citations in the corpus

Staying and performing: How human resource management practices increase job embeddedness and performance (2016, methodology): “HRM practices We were guided by the understanding that employees “experience and interpret the same set of HR practices differently” (Liao et al., 2009, p. 384), and that it is these perceptions which are most influential when it comes to attitudinal and behavioural outcomes (Kehoe and Wright,…”
Crossing the level of employee's performance: HPWS, affective commitment, human capital, and employee job performance in professional service organizations (2011, background): “Liao, Toya, Lepak, and Hong ( 2009 ) suggested that extensive training, performance appraisal, contingent compensation, selective hiring, and job security provide employees with the desired KSAs, as well as the motivation needed to deliver high-quality service.”
Employee well-being and the HRM-organizational performance relationship: A review of quantitative studies (2012, neutral): “The behavioural perspective, the process model by Nishii and Wright (2008), and the AMO model by Appelbaum et al.”
The impact of person-job fit and person-organization fit on OCB The mediating and moderating effects of organizational commitment and psychological empowerment (2014, background): “The fourth dimension, impact, refers to an individuals’ perceived influence over important strategic, administrative, or operating outcomes (Liao et al., 2009).”
The more the better…or is it? The contradictory effects of HR practices on knowledge sharing motivation and behavior (2016, background): “These practices are then conceptualised to influence performance indirectly by fostering two key performance antecedents at the individual employee level – ability and motivation to perform (e.g. Gardner et al., 2011; Liao et al., 2009; Takeuchi et al., 2007; Youndt and Snell, 2004).”
High-Performance Human Resource Practices and Employee Outcomes: The Mediating Role of Public Service Motivation (2015, neutral): “Also, employees’ perceptions of HR practices are more likely to be aligned with their work-related attitudes and behaviors (Liao et al. 2009, 374).”
Relationship between innovation‐led HR policy, strategy, and firm performance: A serial mediation investigation (2018, background): “It is also important to note that size is measured as the logarithm of the number of full-time workers (Sun et al., 2007; Liao et al., 2009) at the time of the”
Perceptions of HR practices, person–organisation fit, and affective commitment: The moderating role of career stage (2018, background): “affected by HPWP, and, more specifically, by employee perceptions of HPWP, which, as discussed above, may differ from ‘intended’ HR practices (Bowen & Ostroff, 2004; Liao et al., 2009; Nishii & Wright, 2008).”
A Road Well Traveled: The Past, Present, and Future Journey of Strategic Human Resource Management (2017, background): “In addition, several researchers have used this conceptualization (Batt 2002, Gardner et al. 2011, Kehoe & Wright 2013, Liao et al. 2009).”
How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms (2012, methodology): “According to the ability-motivation-opportunity model of HRM, HR outcomes can conceptually be divided into human capital, motivation, and opportunity to contribute (Becker & Huselid, 1998; Delery & Shaw, 2001; Guest, 1997), and human capital and employee motivation are two of the most critical media”